R ANGER TO R ANGER STRONGER - edl€¦ · R ANGER TO R ANGER TSD District Improvement Plan...

August 2017

STRONGER T O G E T H E R

R A N G E R T O R A N G E R

T S D D i s t r i c t I m p r o v e m e n t P l a n2 0 1 7-2 0 1 8

Introduction: Texas School for the Deaf District Improvement Plan 2017-2018

TSD’s District Improvement Plan (DIP) is designed to implement Year Two of our school’s Five Year Strategic Plan. The DIP was developed by the Chairs of the Five Year Plan Strategic Goal Teams and was designed to better align the DIP with the Five Year Strategic Plan.

The TSD Five Year Plan for 2016 – 2021 consists of six strategic priorities:

Communication

Academic and Personal Achievement

Staff Support

Data-Driven Decision-Making

Outreach for Maximum Statewide Impact

Campus and Facilities

DIP Monitoring Process

Strategic Goal Team Chairs and the Executive Leadership Team will provide periodic status reports on the DIP during the course of the school year. The status reports, which will be made available on a searchable spreadsheet, will be arranged by strategic priorities and will include status indicators and outcomes as outlined in our DIP action plans.

Regulatory Appendices

Over a period of several years, a number of state and federal regulations have required the addition of certain components to the DIP. An appendix has been added to address these required state and federal components.

Table of ContentsStrategic Focus Areas ...........................................7Annual Goals at a Glance ....................................8Goal #1- Communication .................................14 Goal 1.1 Family Engagement ............14 Goal 1.2 School Culture .....................16 Goal 1.3 Social Media ........................18 Goal 1.4 Trust & Transparency .........20 Goal #2- Academic & Personal Achievement ...22 Goal 2.1 MTSS ....................................22 Goal 2.2 SEL ........................................24 Goal 2.3 Support ASL/English ..........26 Goal 2.3a Promote ASL/English .......28 Goal 2.4 Academic Achievement .....30 Goal 2.5 College Readiness ...............32 Goal 2.6 Bilingual Identity ................34

Goal #3- Staff Support .......................................36

Goal 3.1 Recruiting ............................36

Goal 3.2 Employee Satisfaction ........38

Goal 3.3 Compensation .....................40

Goal #4- Data Driven Decision Making............. 42

Goal 4.1 Student Data Use ................42

Goal 4.2 District Data Policies ..........44

Goal 4.3 SIS .........................................46

Goal #5- Outreach/Statewide Impact ................. 48

Goal 5.1 Increase Collaborations .....48

Goal 5.2 Deaf/HH Professionals ......50

Goal 5.3 Student/Family Outcomes ...52

Table of ContentsGoal #6- Campus & Facilities ...........................54

Goal 6.1 Engage Stakeholders ...........54

Goal 6.2 Master Plan ..........................56

Goal 6.3 Maintenance Needs ............58

Glossary ...............................................................60

2016-2021 Strategic Focus Areas

I. CommunicationImplement an integrated approach to communication that represents progressive technologies, a knowledge and appreciation of our audiences and a respectful and transparent culture.

Ii. Academic and Personal Achievement

TSD will develop and implement a Multi-Tiered System of Support (MTSS) to address the whole child by developing and re-aligning resources and existing systems in the following areas:• Social Emotional Learning• ASL/English Bilingual• Academics• Career and College Readiness

Iii. Staff SupportEstablish an environment that will attract, build, and retain a highly skilled staff by establishing gold standards and explicit procedures that foster professional development and personal growth.

Iv. Data-Driven Decision-Making

Establish a culture of data-driven decision-making (DDDM) through access to an array of reliable data while maintaining fidelity, integrity, and compliance at all levels of school operations.

v. Outreach for Maximum

Statewide Impact

Maximize full array of high-quality resources and expertise to provide efficient and effective service delivery for robust positive impact for deaf and hard of hearing students, families, communities and professionals throughout the state.

vI. Campus and Facilities

Collaborate with the Texas Facilities Commission (TFC) to conduct master planning and deferred maintenance that integrates the school’s educational priorities into a facilities plan that will support the educational programs, support services and facilities.

2016-2021 annual goals at a glance

I. CommunicationImplement an integrated approach to communication that represents progressive technologies, a knowledge and appreciation of our audiences and a respectful and transparent culture.

Goal 1.1 Engage and involve families in their children’s education to createshared responsibilities for student success.

Goal 1.2 Promote a culture of mutual respect, support, and responsibility toachieve shared goals.

Goal 1.3Mobilize resources to advance our use of technology and social mediato communicate with internal and external stakeholders and toadvance our bilingual mission.

Goal 1.4 Create a workplace culture of trust and transparency.


Ii. Academic and Personal Achievement

TSD will develop and implement a Multi-Tiered System of Support (MTSS) to address the whole child by developing and re-aligning resources and existing systems in the following areas:• Social Emotional Learning• ASL/English Bilingual• Academics• Career and College Readiness

Goal 2.1 Reconfigure existing resources and systems at TSD to establish aneffective Multi-tiered Systems of Supports (MTSS).

Goal 2.2 Implement a Social Emotional Learning school-wide initiative.

Goal 2.32.3a Enhance Support for Instructional Staff and Students with ASL and English.2.3b Promoting ASL/English as a school-wide endeavor.

Goal 2.4 Enhance academic achievement for all instructional programs.

Goal 2.5 Refine and strengthen Career and College Readiness at TSD.



Goal 3.1 Develop a plan to recruit a well-qualified staff that includes focus onskills, diversity, and potential.

Goal 3.2 Increase employee satisfaction by establishing programs and servicesthat support short- and long-term personal and professional goals.

Goal 3.3 Implement standardized policies and procedures; and developstrategies to maximize employee compensation.



Goal 3.1 Develop a plan to recruit a well-qualified staff that includes focus onskills, diversity, and potential.

Goal 3.2 Increase employee satisfaction by establishing programs and servicesthat support short- and long-term personal and professional goals.

Goal 3.3 Implement standardized policies and procedures; and developstrategies to maximize employee compensation.


Iv. Data-Driven Decision-Making

Establish a culture of data-driven decision-making (DDDM) through access to an array of reliable data while maintaining fidelity, integrity, and compliance at all levels of school operations.

Goal 4.1 Establish a clear and effective plan for student academic and behavior datause in both instructional and residential settings.

Goal 4.2

Through partnership with the MTSS SGT Team: establish, communicate, andregularly monitor clearly defined district/department policies and proceduresregarding data collection, analysis, and use to support district-wide decisionmaking and implementation.

Goal 4.3Design and implement a comprehensive and effective system of informationmanagement and database access, based on research into best practices andcurrent user data.

2016-2021 annual goals at a glancev. Outreach

for MaximumStatewide Impact


Goal 5.1 Increase number of strategic collaborations/partnerships resulting in increased capacity for resource development and service delivery/efficiency.

Goal 5.2 Increase number of Deaf and Hard of Hearing Adults participating atall levels of service delivery for students, families and professionals.

Goal 5.3Increase both numbers of families served and number of services families have accessto by restructuring individual programs into coordinated, mutually enhancing efforts that result in expanded and seamless delivery of services to families.

2016-2021 annual goals at a glancev. Outreach

for MaximumStatewide Impact


Goal 5.1 Increase number of strategic collaborations/partnerships resulting in increased capacity for resource development and service delivery/efficiency.

Goal 5.2 Increase number of Deaf and Hard of Hearing Adults participating atall levels of service delivery for students, families and professionals.

Goal 5.3Increase both numbers of families served and number of services families have accessto by restructuring individual programs into coordinated, mutually enhancing efforts that result in expanded and seamless delivery of services to families.


vi. Campus and Facilities

Collaborate with the Texas Facilities Commission (TFC) to conduct master planning and deferred maintenance that integrates the school’s educational priorities into a facilities plan that will support the educational programs, support services and facilities

Goal 6.1Gather input from respective stakeholders and guide them through TSD Master Plan’s two new buildings: Toddler Learning Center and Services Center, according to PSC and TFC guidelines.

Goal 6.2 Communicate and share both TSD Master Plan and Deferred Maintenanceprojects with the TSD Community.

Goal 6.3 Continue to address planned and deferred maintenance needs of the campus.

TSD: 2016-2021 Strategic PlanStrategic Priority #1

Macro Action Plan Worksheet: Objective #1.1

GOAL

SGT Chair/Co-ChairsShelly BergeronSharee DarceClyde EgbertRachel HarrisMark HolcombRenita KennedyTwyla Loftin

OBJECTIVE 1.1

Key Players NamesShelly BergeronBobbie Beth ScogginsRenita KennedyAnn Meredith

Action Item Task Leader Target Date Micro Plan

1.1a Identify and provide 3 parent training seminars throughout the year

Ann Meredith, PTSO 4/30/18

1.1b Determine funding sources to serve TSD families with sign language services similar to those in ERCOD

Shelly Bergeron, Bobbie Beth Scoggins, Ann Meredith, Justin Wedel, Liane Saunders

11/10/17

1.1c Establish a pilot parent mentoring program in San Antonio & use the data collected from this pilot to determine best practices to expand this program in the future

Ann Meredith, Shelly Bergeron, Mary Stribling, Parent from San Antonio area

11/10/17

ACTION STEPS (What are the key action steps required to successfully

complete this strategy?)

KEY PLAYERS(Who should be involved in implementing this objective to

ensure its success?)

Engage and involve families in their children’s educationto create shared responsibilities for student success.

Liane SaundersMary Stribling

Implement an integrated approach to communication that represents progressive technologies, a knowledge and appreciation of our audiences and a respectful and transparent culture.

Claire Bugen and Mari Liles

Key Players NamesJustin Wedel

Joey VaughnBeth Polo

Peggy Ann Wenger

Keena MillerFernando MunozGabrielle Nocciolino

SGT Members



Promotion Ideas Task Leader Target Date

Promote Parent Trainings via Parent Mailout, website, email, social media

Ann Meredith, Fernando Munoz, Karen Salvo

30 days prior to training dates

Pilot Parent group communicated through parent liaison Ann Meredith 17-18 School Year

Funding to support parent services

People Funding OtherParent Liaison, Principals, training content area expertsParent Liaison, ERCOD staff

POTENTIAL BARRIERSWhat could get in the way of completion? How will you overcome these obstacles?

Staff time and resources

PROMOTIONIs promotion needed for success? If not, proceed to the

next section. If so, how can we generate awareness, interest and support?

MEASURES OF SUCCESSHow will this plan's effectiveness be measured? How will

this objective's success be measured?

Parent satisfaction surveys and involvementTeacher report of increased positive parent engagement

COMPLETION TARGET DATEWhen will this plan be fully implemented?

REQUIRED RESOURCESWhat estimated funding and/or human resources are

needed to complete the plan?

06/01/18



GOAL


OBJECTIVE 1.2

Key Players NamesClaire BugenClyde EgbertBeth PoloTSD Departments


1.2a Add Ranger to Ranger moments to each of the TSD GoodNews mailouts

Clyde Egbert, TSD Departments to share stories

9/30/17

1.2b Identify events and activities to continue promoting the Ranger to Ranger thinking through our Stronger Together theme.

Claire Bugen, ILC, ELT, and SLC 8/15/17

1.2c Add parents to the TSD Good News distribution list Clyde Egbert, Beth Polo 9/1/17



Key Players Names


Peggy Ann Wenger


SGT Members





Promote a culture of mutual respect, support, and responsibility to achieve shared goals.




Promoted at all school wide functions, social media, publications

ELT 2017-18 School Year

Goodnews additions communicated through social media and Parent mailout

Goodnews Distributor

Tied to promotion of Stronger Together ALL STAFF

People Funding OtherPublications personnelSocial Media Ambassadors



Visibility of Ranger to Ranger campaignParent responses and involvementIndications of Ranger to Ranger actions via Stronger Together theme




9/30/2017- Adding parents to first mail out6/1/18- Ranger to Ranger at all school functions


Getting staff to keep the Ranger to Ranger thinking front and center among all other priorities.





GOAL


OBJECTIVE 1.3

Key Players NamesMari LilesFernando MunozSocial Media Sub CommitteePrincipalsDept Supervisors


1.3a Create a new Social Media Page on our TSD website

Mari Liles, Fernando Munoz 8/15/17

1.3b Kick-off the Opening of School with a SM campaign/announcements

Fernando Munoz, Principals, Department Supervisors

8/15/17

1.3c Monitor and evaluate the effectiveness of SM accounts, usage, guidelines and platforms and make modifications/revisions as needed.

Social Media Sub Committee, Principals and supervisors or departments, Social Media contacts in each department

5/31/18



Key Players Names


Peggy Ann Wenger


SGT Members

Mobilize resources to advance our use of technology and social media to communicate with internal and external stakeholders and to advance our bilingual mission.







1.3d Using the master calendar, identify upcoming events throughout the school year where social media can have a positive impact and improve communication

Social Media contacts in each department 5/31/18


Opening of SchoolMari Liles, Fernando Muñoz, Mark Holcomb 8/21/17

Social Media materials Fernando Muñoz 8/21/17

Creation of Social Media webpage Fernando Muñoz8/21/17

Social Media Ambassadors Mari Liles2017-18

School Year

People Funding OtherTSD Staff to contribute content Printing CostsSocial Media Ambassadors



Increased social media use, web hits, community involvement




06/01/18


Staff time and resources to monitor & filter content





GOAL


OBJECTIVE 1.4

Key Players NamesClaire BugenELTStaff Development SpecialistDesignated HR Staff


1.4a Host quarterly town hall meetings on important school topics

ELT Sept, Dec, Feb, April

1.4b Conduct 3 workshops on formulating long term trust for supervisors and managers

Staff Development Specialist 10/31/17

1.4c Expand Rangers at Work to include separations Designated HR Staff 8/31/17

1.4d Assign and define Ombudsman responsibilities and provide training to the TSD community on how to use.

Claire Bugen, Phillip Darce, HR Staff, and ELT

5/31/18

Create a workplace culture of trust and transparency







SGT Members


Key Players Names


Peggy Ann Wenger


Macro Action Plan Worksheet: Objective #1.4Promotion Ideas Task Leader Target Date

Town Hall meetings communicated via email, school publications, social media

ELT Members, and Social Media Ambassadors

2 weeks prior to each scheduled meeting occurring quarterly

HR Communications about Trust & Transparency trainings Dirk Albrecht 2 weeks prior to each

scheduled training

HR Communications HR Newsletter Distributor

People Funding Other








Participation in Town Hall meetingsParticipation in Trust & Transparency trainingsIncreased sense of campus wide transparency

06/01/18


TSD: 2016-2021 Strategic PlanStrategic Priority #2: Academic and Personal Achievement

Macro Action Plan Worksheet: Objective #1

GOAL

SGT Chair/Co-ChairsJon Bergeron, SN and HS ParentKrista Brown, ECE-Elem Asst Prin.Christina Harucki, ECE Parent Connie Potersnak, SN TeacherTara Huber, CounselorMonica Kurtz, Behavior CoordinatorChristina Martinez, HS Parent Daniel Veit, CTE Supervisor Rebecca Mowell, LSSP

OBJECTIVE 2.1

Key Players NamesRussell WestDonna AltunaStella EgbertElizabeth Sterling


2.1a Introduce MTSS to the TSD community in the fall.

MTSS Coordinator; Academic Affairs Division

Mid-September 2017

Yes

2.1b Communicate MTSS progress with community. MTSS Coordinator Throughout

School Year Yes

2.1c MTSS Implementation for Behavior Module (2), including identifying SEL needs.

MTSS Coordinator; Academic Affairs Division

Beginning of August Yes

2.1d MTSS Structuring for Reading/Writing and Math MTSS Coordinator Beginning of

August Yes

TSD will develop and implement a Multi-Tiered System of Support (MTSS) to address the whole child by developing and re-aligning resources and existing systems in the following areas: Social Emotional Learning, ASL/English Bilingual, Academics, and Career and College Readiness.

Stella Egbert

SGT Members

Gabrielle Nocciolino, MS TeacherJudi Ann Pate, HS Teacher

Rebekah Kasper, SPICE CurriculumChristina Sicoli, Curriculum Specialist

Reconfigure existing resources and systems at TSD to establish an effective Multi-Tiered Systems of Support (MTSS).

KEY PLAYERS(Who should be involved in implementing

this objective to ensure its success?)

Key Players NamesDepartment Supervisors and PrincipalsClaire BugenGloria Seidlin-Bernstein

ACTION STEPS (What are the key action steps required to

successfully complete this strategy?)





District Academic Affairs Team Data Booklets for In-service

Building Leaders and their Teams PD Books (Data Analysis)

MTSS Coordinator

PROMOTIONIs promotion needed for success? If not,

proceed to the next section. If so, how can we generate awareness, interest and

support?

Community Communication through Introduction (2.1a) and Progress

(2.1b).MTSS Coordinator Beginning of

AY


Competing priorities & time management- set up a coordinated schedule including setting up meetings and developing a clear timetable

REQUIRED RESOURCESWhat estimated funding and/or human resources are needed to complete the

plan?

MEASURES OF SUCCESSHow will this plan's effectiveness be measured? How will this objective's

success be measured?

Implementation of the Behavior Module allows the district to see outcomes and set outcomes for the following year.

Structuring phases for Reading/Writing and Math would have recommendations for Year 3 MTSS Plan (Year 1 Implementation)


Jun-18



GOAL


OBJECTIVE 2.2

Key Players NamesDistrict TeamInstructional Leadership Council MembersSchool CounselorsBehavior Coordinators, Staff

Action Item Task Leader Target DateAs the MTSS Building and District Teams analyze data from the Behavior Implementation module, SEL PD will continue to take effect for the school year as part of the school wide training.

PD Coordinator, Building and District Team Members Jun-18


Stella Egbert

SGT Members



Implement a Social Emotional Learning school-wide initiative.



Key Players Names




Macro Action Plan Worksheet: Objective #2Promotion Ideas Task Leader Target Date



Jun-18



support?


REQUIRED RESOURCESWhat estimated funding and/or human

resources are needed to complete the plan?

MEASURES OF SUCCESSHow will this plan's effectiveness be

measured? How will this objective's success be measured?

Building and District Leaders recommend SEL implementation plan for 2018-19.



GOAL


OBJECTIVE 2.3

Key Players NamesStella EgbertASL Task Force Members

Action Item Task Leader Target Date Micro Plan2.3a. Continue to provide PD related to ASL/English Bilingualism Stella Egbert Jun-18 No

2.3b. Identify core Academic ASL Language Use team to develop a language checklist and feedback form.

Stella Egbert Jun-18 YES


Stella Egbert

SGT Members



Enhance Support for Instructional Staff and Students with ASL and English.

KEY PLAYERS(Who should be involved in implementing this

objective to ensure its success?)

Key Players Names




Macro Action Plan Worksheet: Objective #32.3c. Identify a pilot group of teachers for Year 1 and provide tailored PD and clinical supervision in response to the checklist and feedback form.


2.3d. Establish a side-by-side ELAR project beginning in Kindergarten.


Promotion Ideas Task Leader Target DateCampus Wide Announcement of Progress Stella Egbert Quarterly

People Funding OtherASL Task Force

ASLPI Training and cost of tests


Jun-18




proceed to the next section. If so, how can we generate awareness, interest and support?


ASLPI training and funding.





ASLPI implemented, pilot group identified.

Side by Side project in progress and spiraled.

PD provided campus wide.


Macro Action Plan Worksheet: Objective #2.3a

GOAL


OBJECTIVE 2.3a

Key Players NamesStella EgbertASL Task ForceILC Members


2.3aa. ASL Task Force to determine events and opportunities to increase ASL/English bilingual focus.

ASL Task Force Sep-18 YES

2.3ab. ASL Task Force to provide at least 2 events per semester (school wide assembly, project focuses, showcases, etc.).

ASL Task Force Jun-18 YES


Stella Egbert

SGT Members



Promoting ASL/English as a school-wide endeavor.



Key Players Names




Macro Action Plan Worksheet: Objective #2.3aPromotion Ideas Task Leader Target Date

Campus Wide Announcements ASL Task Force Quarterly





support?



plan?



Campus awareness is increased and vested.



GOAL


OBJECTIVE 2.4

Key Players NamesStella EgbertClaire BugenGloria Seidlin-Bernstein


2.4a. Identify core team to begin with the ECE and Elementary aged groups in ECE-Elementary and SN programs to write framework of expectations for each grade level and to begin working by January 2018.

Stella Egbert Jan-18 YES

2.4b. Determine core teams to evaluate the TEKS Resource System and resources corresponding to the TRS.

Stella Egbert Sep-17 YES


Stella Egbert

SGT Members



Enhance academic achievement for all instructional programs.



Key Players Names




Macro Action Plan Worksheet: Objective #2.42.4c. Identify training and/or goal for evaluation of the TRS and resources for the core team.

Stella Egbert 1-Oct-17 YES

2.4d. Core teams will report to the Instructional Leadership Council their findings by the end of the academic year.


2.4e. Core teams will recommend action plans if needed for the following year.




Identified core team members for framework development None

time, relevant resources related

to skills/levels/ expectations/development


Framework committee to be established and implemented by January 2018



Competing priorities & time management- set up a coordinated schedule including setting up meetings and developing a clear timetable


plan?



Establishment of Frameworks committee (list of the committee members)

Completion of Frameworks of Expectations/Skills (master document).

Development of action plan for implementation including a checklist.

Completion of TRS audit/evaluation that includes key findings and recommendations to address training needs & development of additional resources/materials


Macro Action Plan Worksheet: Objective 2.5

GOAL


OBJECTIVE 2.5

Key Players NamesCTE Supervisor, Daniel VeitChristina HaruckiCCR Committee

Action Item Task Leader Target Date Micro Plan2.5a. Incorporate Career Awareness in the Elementary enrichment program (4 week rotation) for 16 weeks.

CTE Supervisor and Transition Specialist 12/1/17 Yes

2.5b. Self Advocacy thread in CCR will be enhanced for younger children.

CTE Supervisor and Transition Specialist Apr-18 Yes

2.5c. Recommendations for Year 3. CTE Supervisor and Transition Specialist May-18 Yes


Stella Egbert Gabrielle Nocciolino, MS TeacherJudi Ann Pate, HS Teacher






SGT Members

Key Players Names

Refine and strengthen Career and College Readiness at TSD.

Justin Wedel, CFOTheresa Johnson


Macro Action Plan Worksheet: Objective 2.5Promotion Ideas Task Leader Target Date

People Funding OtherLunch








Action Plan is in place for Year 2



Macro Action Plan Worksheet: Objective 2.6

GOAL


OBJECTIVE 2.6

Key Players NamesStella EgbertCommittee Members

Action Item Task Leader Target Date Micro Plan2.6a. Review current “Sign At All Times” guidelines and publish updated version along with the current school policies on language use (ASL, English, etc).

Stella Egbert 10/1/17


ACTION STEPS (What are the key action steps required to successfully complete this strategy?)

Update our current communication policy and procedures to further reinforce our bilingual identity.



Key Players Names


Stella Egbert

SGT Members



Macro Action Plan Worksheet: Objective 2.62.6b. Establish a school administrative regulation on how ASL and English will be used in school wide communications. Make recommendations to ELT for final approval.



People Funding OtherREQUIRED RESOURCESWhat estimated funding and/or human resources are needed to complete the

plan?



Review of Current Policies Recommendation of Draft Policies Review of Recommendations, ELT approval


Mar-18




support?


TSD: 2016-2021 Strategic PlanStrategic Priority #3: Staff Support

Macro Action Plan Worksheet: Objective # 3.1

GOAL

SGT Chair/Co-ChairsRussell West, DirectorDebbie Andries, Curriculum SpecialistBarbara Hussey, PrincipalWilmonda McDevitt, Director

OBJECTIVE 3.1

Key Players NamesHuman ResourcesSchool Leadership CounselInstructionSupport Operations

Action Item Task Leader Target Date3.1.a. Develop a standardized agency-wide Recruitment Plan and process. Human Resources 1-May-18

3.1.b. Identify best practices for integrating the agency's core values and mission in recruitment activities.

Human Resources 1-May-18

3.1.c. Develop policies and procedures for internship program. Human Resources/Instruction 1-Jun-18

3.1.d. Define staff incentive initiatives and develop appropriate policies and procedures.

Human Resources/ELT 1-Jun-18

Establish an environment that will attract, build, and retain a highly skilled staff by establishing gold standards and explicit procedures that foster professional development and personal growth.

Julie Dodd & Justin Wedel

SGT Members

Dirk Albrecht, Staff Support SpecialistLisa Svenningsen, TeacherValerie Hopkins, SupervisorKarl Hummel, Principal

Develop a plan to recruit a well-qualified staff that includes focus on skills, diversity, and potential.



Key Players Names



TSD: 2016-2021 Strategic PlanStrategic Priority #3: Staff Support

Macro Action Plan Worksheet: Objective # 3.1Promotion Ideas Task Leader Target Date

External promotion of intern opportunities HR/DOI/DSSS&CO Jun-18

People Funding OtherTBD - Internship Program


6/1/18



support?


Funding - paid internshipsLegal constraints on award expenditures

Siloed internship programs, lack of consistency across divisionsLegal constraints in FLSA (paid vs. unpaid internships)


plan?



Increased number of well-qualified applicantsLower Turnover RatesImproved Employee Satisfaction Results in Surveys

TSD: 2016-2021 Strategic PlanStrategic Priority # 3 : Staff Support


GOAL


OBJECTIVE 3.2

Key Players NamesHuman ResourcesSchool Leadership Counsel

Action Item Task Leader Target Date3.2.a. Conduct a school-wide professional development needs assessment.

SGT #3/Human Resources 1-Jun-18

3.2.b. Identify best practices for setting up a campus wide Professional Development Program appropriate to TSD.

SGT #3 Workgroup 1-Jun-18

3.2.c. Identify an effective tool for appropriately evaluating workloads. SGT #3 Workgroup 1-Jun-18

3.2.d. Identify appropriate follow-up and next-steps for year three. SGT #3 Workgroups 1-Jun-18



SGT Members

Dirk Albrecht, Staff Support SpecialistLisa Svenningsen, TeacherValerie Hopkins, SupervisorKarl Hummel, Principal

Increase employee satisfaction by establishing programs and services that support short- and long-term personal and professional goals.



Key Players NamesDirk Albrecht



TSD: 2016-2021 Strategic PlanStrategic Priority # 3 : Staff Support


People Funding OtherTraining StaffLearning Management System


SY 2018-2019




Funding

HR Staffing levels - request additional staff to fully implement training program



MEASURES OF SUCCESSHow will this plan's effectiveness be measured? How will this objective's success be measured?

Improved Employee Satisfaction in SurveysImproved Employee Performance

TSD: 2016-2021 Strategic PlanStrategic Priority # 3: Staff Support


GOAL


OBJECTIVE 3.3

Key Players NamesHuman ResourcesInstructionSchool Leadership CouncilStaff from various departments/classifications

Action Item Task Leader Target Date3.3.a. Workgroup to customize Austin ISD PPfT compensation program to fit TSD needs

Human Resources 1-Jan-18

3.3.b. Develop and provide advertisement of PPfT and promote to TSD teacher to develop buy in.

Human Resources 1-Jan-18

3.3.c. Identify career advancement opportunities within TSD. Human Resources 1-Jun-18

Implement standardized policies and procedures; and develop strategies to maximize employee compensation.


Dirk Albrecht, Staff Support SpecialistLisa Svenningsen, TeacherValerie Hopkins, Supervisor





SGT Members


Key Players NamesBusiness Services

Karl Hummel, Principal

TSD: 2016-2021 Strategic PlanStrategic Priority # 3: Staff Support







support?



Teacher incentive/compensation program - SY 2018-2019



Lower Staff Turnover RatesImproved results in Employee Satisfaction Survey(s)

Identified action items - June 2018


Funding

TSD: 2016-2021 Strategic PlanStrategic Priority #4: Data Driven Decision Making (DDDM)


Goal

SGT Chair/Co-ChairsAmy HolcombFrank HipchenJan Reed-AndersonRebecca MowellTamara Copeland-Samaripa

OBJECTIVE 4.1

Key Players NamesDonna AltunaKarl HummelJan Reed-AndersonTamara Copeland-SamaripaElizabeth Sterling

Action Item Task Leader Target Date4.1a Designate a school-based facilitator or facilitators to meet with instructional and residential teams to review and analyze student achievement data.

Donna Altuna Sep-17

4.1b Designate a school-based facilitator or facilitators to meet with instructional and residential teams to review and analyze student behavior data.

Donna Altuna Sep-17

Establish a culture of data-driven decision making (DDDM) through access to an array of reliable data while maintaining fidelity, integrity, and compliance at all levels of school operations

Donna Altuna and Karl Hummel

SGT Members

Beth PoloElizabeth SterlingJustin WedelTerry RobbinsWilmonda McDevitt

Establish a clear and effective plan for student academic and behavior data use in both instructional and residential settings.



Key Players NamesKeri SluyterMonica KurtzTerry Robbins

Amy HolcombWilmonda McDevitt







People Funding OtherInstructional and Behavior Task Leaders and Sub Committees members

Time




Facilitator(s) designated Sep. 30Meetings with instructional/residential teams by end of 1st and 2nd semesters




Subcommittees formed, plan for reviewing and analyzing data made, follow-through with the plan (to both review and analyze the achievement and behavior data.)

Staff survey and suggestions regarding process and future processes



Goal


OBJECTIVE 4.2

Key Players NamesDonna AltunaKarl HummelAcademic Department Admin. Reps. Behavior Department Admin. Reps.

Action Item Task Leader Target Date4.2a Prioritize and initiate the development of district-level policies and procedures regarding academic data collection (extraction), analysis (interpretation) and use

Donna Altuna 6/30/18

4.2b Prioritize and initiate the development of district-level policies and procedures regarding behavior data collection (extraction), analysis (interpretation) and use

Elizabeth Sterling 6/30/18



SGT Members


Through partnership with the MTSS SGT Team: establish, communicate, and regularly monitor clearly defined district/department policies and procedures regarding data collection, analysis, and use to support district-wide decision making and implementation



Key Players Names




Macro Action Plan Worksheet: Objective #4.24.2c Develop training schedule for 2017-2018 on how to use the policies and procedures developed for academic and behavior use in 4.2a and 4.2b

Stella Egbert and Donna Altuna 6/30/18



People Funding OtherSGT Co-Chairs TBDBehavior Team LeaderAcademic and Behavior Admin.



COMPLETION TARGET DATEWhen will this plan be fully implemented? Jun-18




Fully developed Policies and/or Procedures regarding the collection, analysis and use for both academic and behavior data

Feedback for acceptance and/or change of developed policies and procedures from ILC and other selected staff.

Targeted 2018-2019 dates set for instructional and residential administration to train their staff on newly developed policies and procedures.



Goal


OBJECTIVE 4.3

Key Players NamesDonna AltunaKarl HummelBeth Polo

Action Item Task Leader Target Date4.3a Develop a plan for necessary training and needed customization on current SIS (PowerSchool) to meet our specific needs

Beth Polo Dec-17

4.3b Develop a plan to ensure eSped is fully implemented Claudia Avuncan Dec-17

4.3c Develop a Needs Assessment for establishing effective ASL Assessment database(s)




SGT Members


Design and implement a comprehensive and effective system of information management and database access, based on research into best practices and current user data



Key Players NamesElizabeth SterlingFrank Hipchen





4.3d Develop a plan for merging TSD databases into PowerSchool

Frank Hipchen and/or Beverly Wheeler

6/30/18

4.3e Develop a plan and roll out training for providers in new (to be determined) SHARS Documentation System.

Elizabeth Sterling Dec-17

4.3f Collect data to determine which departments will be included in SHARS (such as Transportation)

Elizabeth Sterling Dec-17

4.3g Develop a plan for extracting data from specified databases to support implementation of Professional Pathways for Teachers

HR Staff (to be determined) 6/30/18


People Funding OtherBeth Polo TBDStella EgbertDonna Altuna/Karl HummelElizabeth SterlingClaudia Avuncan


Funding

Communicate PowerSchool training costs to Justin Wedel as soon as these are identified.

7/31/2018 for completion of necessary 17-18 trainings (may be ongoing)



MEASURES OF SUCCESSHow will this plan's effectiveness be measured?

Applicable PowerSchool trainings and designated staff to take trainings identified. Training(s) completed.Plans for all pertinent tasks developed and data collected.Plans to be approved by ILC and/or other targeted groups (to be determined)

TSD: 2016-2021 Strategic PlanStrategic Priority #5: Outreach for Maximum Statewide Impact


GOAL

SGT Chair/Co-ChairsRachel BakerJack BusenbarkSha Cowan

OBJECTIVE 5.1

Key Players NamesTheresa JohnsonDavid CocoClaire BugenDiana Poeppelmeyer

Action Item Task Leader Target Date

5.1a Cultivate at least one partnership with higher education for mutually beneficial research re statewide effectiveness of a particular outreach or group of outreach programs

Theresa Johnson, Diana Poeppelmeyer

& Bobbie Beth Scoggins8/15/18

5.1b Build capacity through at least one new interagency collaboration to combine efforts and pool funds for resource development.

Diana Poeppelmeyer, Bobbie Beth Scoggins,

Theresa Johnson, David Coco

8/15/18


Robert FergusonHeidi MacGlaughlin


KEY PLAYERS(Who should be involved in

implementing this objective to ensure its success?)

SGT Members

Bobbie Beth Scoggins and Diana Poeppelmeyer

Key Players NamesShelly BergeronMari Hubig

Increase number of strategic collaborations/partnerships resulting in increased capacity for resource development and service delivery/efficiency.




People Funding OtherSusie Tiggs, ESC 11/DHH Services TBD based on projectTEA IDEA Discretionary FundsBobbie Beth Scoggins, TSD/ERCOD Funding Initiatives TSDF

COMPLETION TARGET DATEWhen will this plan be fully

implemented?


proceed to the next section. If so, how can we generate awareness, interest

and support?


plan?

Collaborative efforts with higher ed will result in data that can be used to either show program effectiveness and gain further support for programming or to make programmatic changes for greater effectiveness. Success will be measured by either by accumulation of data and resulting in a) greater support for programming or b) change in programming leading to greater participation and positive outcomes.

Collaborative interagency efforts will result in increased capacity for outreach by matching funding with manpower/expertise. Success will be measured by increase in programming and resulting positive outcomes.

All partnerships/collaborations formalized over this fiscal year and collaborations up and running either in this Fiscal Year or ready to implement beginning Fall 2018

MEASURES OF SUCCESS How will this plan's effectiveness be measured? How will this objective's

success be measured

POTENTIAL BARRIERSWhat could get in the way of

completion? How will you overcome these

obstacles?

Finding that though all agencies willing to collaborate, all are facing funding challenges. The trick will be to identify where our missions overlap so that funds can be used more efficiently and outcomes can be amplified through collaboration.

Identify areas of need, areas of overlapping missions, and identify projects that can be accomplished with shared responsibilities, funds or in kind efforts.



GOAL


OBJECTIVE 5.2

Key Players NamesBobbie Beth ScogginsDiana PoeppelmeyerClaire BugenAvonne Brooker-RutowskiShelly Bergeron


5.2b Secure funding to recruit Deaf Mentors, provide training using the SKI HI curriculum, and prepare to pilot at least one Deaf Mentor to be available for FALL 2017 in one or more of the following services areas: general or special education, Regional Day School Program for the Deaf, Early Childhood Intervention Agency, TEHDI system, Educational Service Centers, private schools, parent groups, higher education.

Bobbie Beth Scoggins Fall 2018



SGT MembersRobert FergusonHeidi MacGlaughlin

Increase number of Deaf and Hard of Hearing Adults participating at all levels of service delivery for students, families and professionals.



Key Players NamesMari HubigLisa Cochran







support?

Develop a marketing package for Deaf Mentor Program including, logo, graphics,

flyers, website info, social media, short videos, and face to face presentations.

Avonne Brooker Rutowski

Ready for distribution August 2018


Susie Tiggs, ESC 11 DHH Services Statewide Deaf Ed Funds

Karen Clark SKI HI TrainerFunds set aside for SKI HI training

David Coco promotionTwyla Loftin promotionTheresa Johnson promotionFernando Munoz promotion materials


The SKI HI Deaf and Hard of Hearing Mentor Curriculum that we had been waiting on pushed back their rollout to "sometime" this year.


By 08/15/18 have full plan in effect, mentors trained, locations determined and implementation begins Fall 2018


plan?



Effectiveness measured through number of participants engaged, customer satisfaction surveys and SKI HI evaluations.



GOAL


OBJECTIVE 5.3

Key Players NamesShelly BergeronMari HubigDiana PoeppelmeyerMaria Muniz Samara JansenSonia Bridges Rachel Baker


5.3a Reorganize ERCOD family services to increase efficiency, effectiveness and impact

Shelly BergeronBy Feb 2018 a single point

of entry will be available for family services

5.3b Develop recommendations to the Executive Leadership Team to build capacity for TSD families to select ERCOD family services/programs through interdepartmental staff collaborations and increased funding streams.

Shelly Bergeron

to begin Fall of 2017, pilot program to begin with limited number of TSD

families accessing Outreach programs with

funding through TSD instead of outreach grants



SGT MembersRobert FergusonHeidi MacGlaughlin

Increase both numbers of families served and number of services families have access to by restructuring individual programs into coordinated, mutually enhancing efforts that result in expanded and seamless delivery of services to families.



Key Players NamesAvonne Brooker-RutowoskiLynn ReichetMichaela Hamaker





People Funding OtherSusie Tiggs, ESC 11 DHHS Grant application PromotionKelly Berger, TX H&V PromotionDoug Dittfurth, TEHDI PromotionTXP2P PromotionFernando Munoz Promotion materials

Outsourced Grant request Combined Registration Process

ELT @ TSD Allocated or Reallocated Funds



support?

Will need to "rebrand" individual family programs as part of a greater

whole and create marketing materials (brand, logo flyers, web, social

media, etc.)

Mari Hubig ongoing


plan?


Challenges of building new entry points on current web page templates, dependence on SKI HI program for expanded curriculum, challenges of finding D/HH individuals to train as mentors,

By reducing tasks/workloads with a more efficient, streamlined organizational structure for family services


8/1/17Single point of entry by Feb 2018,

DHH Mentor Pilot Program ready to rollout by Fall 2018



Increase in number of families enrolling in multiple family programsIncrease in number of TSD families with access to family programs traditionally reserved for statewide audienceDecrease in paperwork with combined, streamlined onboarding and referrals



GOAL

SGT Chair/Co-ChairsClaire BugenJustin WedelMonte HunterJamie ZavodnyTSD StakeholdersPeter MaassLissi Riedel

OBJECTIVE 6.1

Key Players NamesRussell WestPSCTFCClaire Bugen


6.1a Facilitate the meetings for stakeholders to provide input and review of design elements for the Master Plan’s two new buildings.

Russell West 4/30/18

Promotion Ideas Task Leader Target DateUse website and town hall meetings to keep campus informed. Russell West 9/1/17-1/1/18

Provide ELT, SLC and Board with regular updates Russell West 9/1/17-6/1/18







Gather input from respective stakeholders and guide them through TSD Master Plan’s two new buildings: Toddler Learning Center and Services Center according to PSC and TFC guidelines.


Russell West

Key Players NamesJustin Wedel

Nick SultemeierTFC ContractorsTFC Staff

SGT Members



People Funding OtherTFCPSCRussell WestJustin WedelClaire Bugen


Funding Limitations

Site Restrictions



Articulated and agreed upon plan for TLC and Central ServicesAccommodation of needs expressed in Master Plan




Final decisions about 2 buildings will be by 1/1/18



GOAL


OBJECTIVE 6.2

Key Players NamesRussell West


6.2a Create a homepage and communicate/share both TSD Master Plan and Deferred Maintenance projects with TSD Community via English print and ASL video.






Communicate and share both TSD Master Plan and Deferred Maintenance projects with the TSD Community.


Russell West

Key Players Names


SGT Members



Announce the page in all meeting forums.

Announce the page in [email protected]

People Funding OtherRussell WestFernando Munoz


Time and resources





Web page will be posted and operationalWe page will be accessed by TSD Community




12/1/17



GOAL


OBJECTIVE 6.5

Key Players NamesRussell WestNick SultemeierTFCJustin Wedel

Action Item Task Leader Target Date Micro Plan6.5a Coordinate and monitor a total of 28 buildings' deferred maintenance projects.

Russell West TBD

6.5b Gather feedback and coordinate minimal remodel and waterproofing projects for a total of 6 cottages.

Russell West TBD

6.5c Work with school departments on transition of older PIP students to ECE.



Russell West

Key Players Names


SGT Members





Continue to address planned and deferred maintenance needs of the campus.



Reports to ELT, SLC and the Board Russell West 12/1/17

Relevant updates on website

People Funding OtherTFCRussell WestFlintco staffJustin WedelPSC



Deferred maintenance will be completed according to the proposed scheduleInterruptions to the School will be minimizedCampus will be informed about ongoing activityConstruction meetings will be organized and informative




Ongoing for next three years


Timelines and delays in deferred maintenance

Limitations of school schedule



GLOSSARY ACCESS- Adult Curriculum for Community Living, Employment and Social Skills provides instruction and community-based learning opportunities designed to help post-high school Deaf students (18-22 years old) develop practical real-world skills in the areas of employment and independent living. Accelerated Instruction (AI) is an intensive supplemental program designed to address the needs of an individual student in acquiring the knowledge and skills required at his or her grade level and/or as a result of a student not meeting the passing standard on a state-mandated assessment. AALT- Academic Affairs Leadership Team which includes the Director of Academic Affairs, Supervisor of Instructional Support, Curriculum and Assessment, Supervisor of Student Support Services, Instructional Data Analyst and Supervisor of Professional Development/ASL Services. ARD is the admission, review, and dismissal committee convened for each student who is identified as needing a full and individual evaluation for special education services. The eligible student and his or her parents are members of the committee. BIP is the Behavior Intervention Plan which is tailored to meet the behavior needs of students. CAT stands for Content Area Team. DRA is Developing Readers’s Assessment that serves as a testing instrument for students which is designed to provide information on the student’s reading skills. DWA- Developing Writers’ assessment which is a testing instrument designed to provide information on a student’s functional writing skills. EOC assessments are end-of-course tests, which are state mandated, and are part of the STAAR program. Successful performance on EOC assessments are required. These exams will be given in English I, English II, Algebra I, Biology, and United States History. ESC- Educational Service Center, a component of the Texas Education Agency which serves as a resource for schools including Texas School for the Deaf. IEP is the written record of the Individualized Education Program prepared by the ARD committee for a student with disabilities who is eligible for special education services. The IEP contains several parts such as a statement of the student’s present educational performance; a statement of measurable annual goals, with short-term objectives; the special education and related services and supplemental aids and services, and program modifications or support for school personnel; a statement regarding how the student’s progress will be measured and how the parents will be kept informed; accommodations for state or school wide tests, whether successful completion of state-mandated assessments is required for graduation, etc. LSSP- Licensed Specialist in School Psychology MOU stands for Memorandum of Understanding which serves as a written agreement between two entities. OT- Occupational Therapist PD- Professional Development which is another term for staff training. PT- Physical Therapist.

PBIS stands for Positive Behavior Intervention & Supports, which is an application of a behaviorally-based systems approach to enhance the capacity of schools, families, and communities to sign effective environments that improve the link between research based practices and the environments in which teaching and learning occurs. RtI stands for Response to Intervention, which is a multi-tier approach to the early identification and support of student with learning and behavior needs. RtI process begins with high-quality instruction and universal screening of all children in the classroom. SAT-10 stands for Stanford Achievement Test which is a required assessment given annually for our Memorandum of Understanding with Texas Education Agency. SLP- Speech-Language Pathologist SHAC stands for School Health Advisory Council, a group of at least five members, a majority of whom must be parents, appointed by the school board to assist the district in ensuring that local community values and health issues are reflected in the district’s health education instruction, along with providing assistance with other student and employee wellness issues. STAAR is the State of Texas Assessments of Academic Readiness, the state’s system of standardized academic achievement assessments, effective beginning with certain students for the 2011-2012 school year. STAAR-A is an accommodated version of the STAAR that is available for eligible students who regularly use accommodations in the classroom. STAAR Alternate 2 is an alternative state-mandated assessment designed for students with severe cognitive disabilities receiving special education services who meet the participation requirements, as determined by the student’s ARD committee. SEL refers to the Social Emotional Learning which is a process for helping students an adult develop fundamental skills for life effectiveness by teaching the skills and tools they need to handle themselves, relationships and their work effectively and ethically. State-mandated assessments are required of students at certain grade levels and in specified subjects. Successful performance sometimes is a condition of promotion, and passing the STAAR EOC assessments is a condition of graduation. Students have multiple opportunities to take the test if necessary for promotion or graduation. TASB- Texas Association of School Boards TEA is the Texas Educational Agency, a state agency that oversees primary and secondary public school education in the state of Texas. TRS is the Texas Resource System formerly known as CSCOPE which is an online curriculum management system designed as resource for teachers, schools and districts across the state. VCSL- Visual Communication and Sign Language checklist. Developed by Visual Language and Visual Learning Center at Gallaudet University, it serves as a standardized comprehensive checklist used to assist in tracking young children’s sign language development from birth to age 5. YAG- Year At A Glance, a component of the Texas Resource System (TRS), is designed to present a snapshot of the entire year’s instructional plan. The YAG is a map and pacing guide for units of study and it makes the curriculum viable by ensuring that the teacher has adequate instructional time to present the required content.

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